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1、 8, make one letter （A, B, C,D or E） on your Answer Sheet . You will need to use some of these letters more than once .Example :1 Lack of self-confidence will put you at a disadvantage in a negotiation .A B C D E1 Trying to negotiate is only worthwhile if there is the prospect of success.2 The best

2、result of negotiation is when both parties have a sense of satisfaction.3 Accepting a lower fee might have benefits in the future.4 It is important to know how much other people are charging for similar work.5 You should ask for a fee in excess of what you expect to get.6 Offer the other party incen

3、tives to agree to your fee.7 Other peoples reactions to you are influenced by your body language.8 It may become obvious that you have come to regret a deal you have made.A Youre in danger of selling yourself short if you dont know where the goalposts are, especially when youre negotiating with a ne

4、w client. Research the market and find out the going rate. You can do this by networking contacts or talking to small business advisers. Alternatively, ask the competition. Of course your rivals may not tell you, but theres no harm in asking. Another prerequisite is learning to recognize when theres

5、 scope for negotiation, because without it, you can waste a great deal of time and energy.B Know the amount you would really like, slightly above what you think they will offer and above what youd be happy to settle for. Also, know your trade-offs. Create a wish list of all the things youd like to r

6、eceive if you lived in a perfect world. That way, if the other side want you to move from your preferred or opening position on an issue to a position nearer the bottom line, you can move in exchange for something from your wish list.CPeople who are nervous about negotiating over money often let fea

7、r tell them theyre no good at these discussions and not worth the fee. You literally cant afford the luxury of a single negotiating thought. Stand up when making negotiating phone calls: it will make you fell more powerful. If youre face to face, make steady eye contact, keep your head up and your h

8、ands still these all suggest assertiveness, rather than aggressiveness or passivity, and youll be surprised at how much this affects the way that you come across in the negotiation.DYou have to know the price below which it would be uneconomical for you to do a job. This could vary from job to job -

9、 you may be prepared to do some cheaper in the hope that theyll lead to better things. But dont be talked below your bottom line and end up working for nothing. After all, in the long term, theres little point in agreeing to something that youre not happy with: youre likely to feel resentful, and th

10、is might even come across in your behaviour.EWhen negotiating money, there may be non-financial factors you can throw into the mix. For example, why not say, If you pay me such and such, Ill include a report on the company for you. Plan these extras beforehand. Make sure that they wont take forever

11、to do, but are things of value to the other side. This way, you can achieve the ideal outcome: you appear to accept compromise when in fact youve got everything you wanted, and theyll think they got the better of the deal.PART TWOQuestions9 14 Read the text about training progammes. Choose the best

12、sentence from the opposite page to fill each of the gaps . For each gap 9 14, mark one letter （A-H） on your Answer Sheet . Do not use any letter more than once . There is an example at the beginning .（0）REAL TRAINING FOR ALL-ACTION MANAGERSLearning by doing is familiar to every manager sent on a tra

13、ining course. Invariably this involves role-play based on studies of long-ago triumphs and disasters from a relevant industry or organization. （0）_H_ The problem is, any experience of decision-making gained from role-play has one obvious shortcoming: it is not real life. To tackle this dilemma, some

14、 of the best-known companies have set up the International Management Development Consortium, which provides a range of executive development programmes for staff members. （9）_ What this means is that they involve action learning through real-life situations, and participants work as problem-solving

15、 consultants on projects within companies engaged in day-to-day business. （10）_ Within this they also take training and refresher courses in traditional business skills such as finance, marketing, staff management and strategic planning. These disciplines are taught by a mix of academics, business p

16、eople and senior managers from Consortium companies who also monitor the consultancy work. More than 100 of these consultancy projects have been undertaken so far, and many more are to come. （11）_ Generally, those who choose to attend the course come from various countries, reflecting the multi-nati

17、onal nature of companies within the Consortium. （12）_ As a result of this cross-cultural exchange, the people on the course learn a great deal from each other- and often keep in contact on a professional level long after the end of their course. The Consortium says language difficulties are not a pr

18、oblem when consultancies are undertaken for foreign companies on site. A translator is on hand to deal with difficulties which arise from technical terms or jargon. （13）_ This is because they are not charged consultancy fees, although a nominal sum is payable for administration. The funding for the

19、scheme is provided by each Consortium member who contributes to the cost of running the training courses, and the amount involved is considerably less than fees charged by leading business schools. （14）_ it is, says the Chairman, a real learning experience with techniques that can easily be used bac

20、k at work.A B C D E F G HA They are being offered by companies who are aware of the benefits of the range of knowledge offered by the people on the course.B As well as the savings, there are also the dividends it pays in the form of improved staff performance.C The difference between these programme

21、s and the average executive course, however, is that these courses are based on the concept of live consultancy.D In this way, participants can also benchmark themselves against the best members from a range of Consortium companies.E This means that within every training group there will be a wide v

22、ariety of experience, which is discussed and explored by the group.F Typically, groups of up to six course members undertake projects as part of this development programme.G Another major advantage is that these companies usually get their problems solved very cheaply.H Managers are typically cast a

23、s key figures in these dramas, the comparisons are made later between how they dealt with the fictional situation and the actual event.PART THREEQuestions 15 20 Read the following article about business schools and the questions on the opposite page .For each question 15 20 , mark one letter （A, B,

24、C or D ） on your Answer Sheet for the answer you choose. In terms of pure quantity of research and debate, business schools have performed amazingly in promoting management as a distinctive activity. No other discipline has produced as much in such a short period. It is unclear yet how much of it wi

25、ll stand the test of time, but for sheer industry, the business school deserve credit. Not a day goes by without another wave of research papers, books, articles, and journals.In these terms, schools have produced a generally accepted theoretical basis for management. When it comes to knowledge crea

26、tion, however, they find themselves in difficulties. They are caught between the need for academic rigour and for real-world business relevance, which tend to pull in opposite directions. The desire to establish management as a credible discipline leads to research that panders to traditional academ

27、ic criteria. The problem for business school researchers is that they seek the approval of their academic peers rather than the business community. In the United States this has led to the sort of grand paper clip counting exercises that meet demands for academic rigour but fail to add one iota to t

28、he real sum of human knowledge.Business schools have too often allowed the constraints of the academic world to cloud their view of the real world. Business school researchers seek provable theories rather than helpful theories. They have championed a prescriptive approach to management based on ana

29、lysis and, more recently, on fashionable ideas that soon disappear into the ether. The one best way approach encourages researchers to mould the idiosyncrasies of managerial reality into their tightly defined models of behaviour. Figures and statistics are fitted into linear equations and tidy model

30、s. Economists and other social scientists label this cure smoothing. Meanwhile, reality continually refuses to co-operate.Central to this is the tension between relevance and rigour. In a perfect world, there would be no need to choose between the two. But in the business school world, the need to s

31、atisfy academic criteria and be published in journals often tilts the balance away from relevance. In other words, it is often easier to pursue quantifiable objectives than it is to add anything useful to the debate about management. To a large extent, the entire business school system works against useful, knowledge-creating research. Academics have five years in which to prove themselves if they are to make the academic grade. It seems long enou